Project Planning & Management for Professional Services: … · 15-03-2017 · Project Planning & Management for Professional Services: Managing Expert Work and Costs. Project Planning

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Project Planning &

Management for Professional

Services: Managing Expert

Work and Costs

mailto:[email protected]

http://www.petefowler.com/

www.petefowler.com

Project Planning & Management for

Professional Services

INTRODUCTION

Project Management for Professional Services is for anyone who needs to understand the fundamentals of Project Management applied to professional services like consultants, designers, or attorneys. If you are a property owner or manager, builder or developer, designers, construction contractor, product manufacturer, insurance or legal professional, you probably manage the work of professionals. If you are like most people, you rely more on the “hope and prayer” management method. This presentation is a high-level outline of a step-by-step method for planning, executing, and comparing plan to performance during execution and after project conclusion.

Successful project management is challenging, especially when the requirements change over time, many parties and stakeholders are involved, and you need to not only track your own next actions, but the next actions of others. Utilizing a Project Management system is the closest thing to a guarantee of success. The science of project management is well developed for large projects.

At PFCS, we have targeted and concentrated this body of knowledge into a system and discipline that integrates planning, execution, change management, invoicing and performance measurement.

PROGRAM OUTLINE

1. Introduction

2. Project Management

3. Information Management

4. Meetings & Delegation

5. Time & Task Management

6. Performance to Plan

7. Conclusion

LEARNING OBJECTIVES

• Understand the purpose, scope and

benefits of project planning and

management

• Outline a project planning and

management system for professional

services

• Execution and management of expert

work and project plans

• Demonstrate how to compare a plan to

actual performance

BACK-UP MATERIALS

1. Managing Expert Costs

2. Case Study Documents – Plaintiff

3. Work Breakdown Structure

4. OMMA-Goodness Project Management

Framework

5. MAMA Meeting Management Agenda

6. Project Status Meeting Agenda

7. Weekly Planning Forms

8. Project Plan Budget

9. Project Status Memo

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Continued – Pg 2 www.petefowler.com

Project Planning & Management Program Outline

PROGRAM CONTENTS

1. Introduction

A. Presenter Information

B. Webinar Materials

C. CE Certificates

D. Feedback

E. Learning Objectives

F. Program Introduction


A. Terms

B. Iron Triangle

C. OMMA Goodness Project

Management Method

D. Project Overview

E. Menu of Deliverables

F. Project Plan & Budget


A. A Sensible List B. Project Information C. PFCS First 10 Things D. Documents E. Timeline & Players F. Building Information: Images,

Locations, Elements & Issues 4. Meetings & Delegation

A. MAMA Meeting Management B. Delegation C. Power and Teamwork D. Accountability E. Executing Levels of Work


A. Franklin Covey B. Projects Calendar C. Individual Calendars D. Project Task Management E. Individual Task Management

6. Comparing Plan to Performance

A. Comparing Plan to Performance B. Plan Updates C. Updating a Project Plan D. Invoices

7. Conclusion

A. Learning Objectives

B. Program Outline

C. Back-Up Materials

D. Webinar Materials / CE

Certificates

E. Feedback

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www.petefowler.com

CA 949.240.9971 OR 503.660.8670





Wednesday, March 15th, 2017

3/15/2017

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Read about industry impacts on our blog at www.petefowler.com

PFCS: We Know Buildings

1. INTRODUCTION

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CLIENTS

• Property Owners & Managers

• Builders & Developers

• Contractors

• Product Manufacturers

• Insurers

• Lawyers

PFCS: We Know Buildings1. INTRODUCTION

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SOLUTIONS

We create Real Practical Solutions to help our clients spend the right amount, on the right work, at the right time.

PFCS: Who We Are1. INTRODUCTION

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The PFCS Way: SOLUTIONS• EXPERTISE: Technical experts who are focused on real practical solutions is

surprisingly hard to find. We found them. And we work to keep that focus.

• PROJECT MANAGEMENT: To deliver valuable work with measurable return on investment (ROI), we have to manage the Scope, Budget and Schedule of our work.

• TECHNOLOGY: We use proprietary technology to create valuable work faster, better and cheaper, to make the information available to all applicable stakeholders, and to create a permanent digital record at no extra cost.

• STANDARDS: To help clients manage building lifecycle performance and costs, we compare each project to industry standards and best practices, then apply professional judgment to develop strategies and step‐by‐step plans for maximizing ROI for maintenance and repair expenditures.

1. INTRODUCTION

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PFCS Services

• Property Assessment

• Construction Defects

• Cost Estimating

• Injury Claims

• Construction Claims

• Construction Management

• Building Lifecycle Management

CLAIMS & LITIGATION


How We Do It

Building performance analysis and evaluation services should begin with collection, organization and analysis of documents and other building‐related information, often including meetings or interviews with key people. At the conclusion of the inspection or testing regimen is when all of the real value is added through structured analysis of the building elements, estimating costs, reporting and consulting so that the information we have created creates value that greatly exceeds it's cost.

ON ALL PROJECTS

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Program Outline

1. Introduction






7. Conclusion

1. INTRODUCTION

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Introduction

• Presenter Information

• Webinar Materials

• CE Certificates

• Feedback

• Learning Objectives

• Program Introduction

1. INTRODUCTION


Whitney CostalesCONNECT WITH WHITNEY

Call 949.240.9971

Email [email protected]

Find her on LinkedIn!

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Webinar Materials

1. INTRODUCTION

Click on the seminar you attended


1. INTRODUCTION

CE CERTIFICATES WILL BE SENT OUT WITHIN 3‐5

BUSINESS DAYS

(There is no need to contact us, Certificates of Attendance are sent to all who logged in for the seminar).

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SURVEY SAYS!

Your Feedback is Important1. INTRODUCTION

You will receive a survey link immediately following the webinar. We put a lot of effort into providing these programs free of charge, we just ask that you take a few seconds to leave your feedback on today’s presentation


Learning Objectives

• Understand the purpose, scope and benefits of project planning and management

• Outline a project planning and management system for professional services

• Execution and management of expert work and project plans

• Demonstrate how to compare a plan to actual performance

1. INTRODUCTION

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WHY THIS IS IMPORTANT

• Successful project management is challenging, especially when the requirements change over time, many parties and stakeholders are involved, and you need to not only track your own next actions, but the next actions of others.

• Utilizing a Project Management system is the closest thing to a guarantee of success. The science of project management is well developed for large projects.

• At PFCS, we have targeted and concentrated this body of knowledge into a system and discipline that integrates planning, execution, change management, invoicing and performance measurement.

Program Introduction1. INTRODUCTION


WHY THIS IS IMPORTANT

This presentation will cover:

• Difficulties and barriers to project management

• Steps for successful project planning

• The science of project management

• Planning for and managing meetings while tracking accountability

• Time management and weekly plans

• Tracking your time for billing

Program Introduction1. INTRODUCTION

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2. PROJECT MANAGEMENT2. PROJECT MANAGEMENT

“No plan can be considered complete ‐ or satisfactory ‐ until it produces measurable outcomes and incorporates mechanisms that allow mid‐course corrections based on results.”

‐ Judith Rodin


Project Management

• Terms

• Iron Triangle

• OMMA Goodness Project Management Method

• Project Overview

• Menu of Deliverables

• Project Plan & Budget

3. PROJECT MANAGEMENT

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PROJECT MANAGEMENT TERMS

• Project: A temporary endeavor, that includes a beginning and an end, to create a product or service.

• Project Management: The discipline of organizing and managing resources to deliver a defined outcome (Objective / Scope), within the constraints of the Budget and Schedule.

• Project Manager/Project Coordinator: Professional responsible for planning, budgeting, scheduling all project resources to deliver the project Objective.

• Project Plan: A document that defines the project Objective, Method, Milestones, and Actions

Project Management3. PROJECT MANAGEMENT


PROJECT MANAGEMENT TERMS

• Objective

• Milestone

• Deliverable

• Action

• Hold‐Point

• Problem Solving

Project Management3. PROJECT MANAGEMENT

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THE IRON TRIANGLE OF PROJECT MANAGEMENT

• Scope of Work includes tasks, actions and deliverables (100% list)

Scope

•What will it cost to complete?Budget

• When will work be performed and by whom?

Schedule

Iron Triangle3. PROJECT MANAGEMENT


OMMA‐Goodness

• Objective: A concisely written goal.

• Method: A problem solving framework that we can apply to our project as an aid in project planning.

• Milestones: A deliverable or “Hold Point” on the project schedule to highlight completed work.

• Actions: Specific measurable task performed. The action should denote the person who will complete the action and the time (hours) it will take to complete the action.


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How it Works: Project Overview

1. Project Information

2. Project Planning

3. Project Plan

4. Approval of Work

5. Execution

6. Project Plan Updates

7. Project Status Memos (Optional)

8. Project Close Memo (Optional)



Menu of Deliverables


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Menu of Deliverables

• A Project Plan is generally organized by Milestones or Deliverables.



Project Plan & Budget


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A SIMPLIFIED SCOPE, BUDGET AND SCHEDULE

Project Plan & Budget3. PROJECT MANAGEMENT

Scope Budget Schedule

Item 1 $XXX Week 1

Item 2 $XXX Week 2

Item 3 $XXX Week 3

Item 4 $XXX Week 3

Item 5 $XXX Week 4

TOTAL $X, XXX

3. INFORMATIONMANAGEMENT3. INFORMATIONMANAGEMENT

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Information Management

• A Sensible List

• Project Information

• PFCS First 10 Things

• Documents

• Timeline & Players

• Building Information: Images, Locations, Elements, Issues

2. INFORMATION MANAGEMENT


A Sensible List


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A Sensible List

• Work Breakdown Structure (WBS)

• 100% Summary

• Outline with 2 Levels



INFORMATION MANAGEMENT

Data

• Documents

• Images

• Research

Information

• Players

• Timeline

• Elements

• Locations

Solution

• Issues

• Costs

• Reports

Project Information2. INFORMATION MANAGEMENT

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ORGANIZATIONAL SCHEMES

Project Information2. INFORMATION MANAGEMENT

There are lost of good ways to organize information and almost any system is OK.

• Legal Documents:

• By Party

• Chronologically

• Library: Dewey Decimal

• Subject

• Title

• Author

• Master Format


Project Information


Collect

Organize/Summarize

Understand

Make Available / “Client Access”

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PFCS First 10 Things

1. Document Management2. Project Images3. Project Timeline (5‐20 key events)4. Project Players (3‐15 key players)5. Locations/Elements/Issues6. Calendar key actions for the project team7. Project Plan & Budget8. Upload info including Project Images, Resumes, Proposal, etc.9. If there is nothing current to do, calendar a note to contact

the client within 30 days to check in10. Review the project with the Technical Lead



Documents


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Documents


Begin

End

Coordinate with client

Read

summary

Read one‐

minute summary

DVD/Flash drive

Electronic:• Dropbox• Deposito

r• Email• CD/

DVD/Flash drive

How many How many

documents?

Will all be uploaded

?

Ready Ready to

upload?

Decide what

• Sort later

Decide what will NOT be uploaded + Separate: • We don't

care• Duplicate• Too much

for now• Sort later

Digitize Paper Documents

Break‐up Big Documents

OCR

Is this Is this list

100% sensible?

Bill Time

Next Actions

Project Note

ed

Paper:• Mail• Hand‐

delivered

Oversize:• Plans• Sample

s

Summarize

Batch Upload

Index• Who?• What?• When?

Level 1 Organization

One Minute Summary

Timeline

Players

YesYes

NoNo

File and Bulk

Summarize


TIMELINE

Chronological list of key events/documents

PLAYERS LIST

Summary of people and respective entities that played important roles in the project.

Timeline & Players


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IMAGES, LOCATIONS, ELEMENTS & ISSUES

• Images: A collection of images for the project

• Locations: A sensible list that is the “where” for a given project.

• Elements: The components and assemblies that make up the “what” for a given project.

• Issues: Summary of issues as we understand them, collected from documents received, interviews or other sources.

Building Information2. INFORMATION MANAGEMENT


PROJECT: OTTO’S OUTHOUSE

Building Information2. INFORMATION MANAGEMENT

Locations:• Exterior

• Elevation: Front• Elevation: Back• Elevation: Left• Elevation: Right• Roof

• Interior• Site

Elements:

• A1010 Foundations

• B2012 Exterior Enclosure

• B2030 Exterior Doors

• D1000 Conveying

• D3000 HVAC

• G2050 Landscaping

Issues:• The structure was constructed without a concrete foundation. • The nailing of the siding is grossly inadequate. • The doors leak, causing damage to the interior finishes. • The conveying system (ladder) is defective in it’s manufacture

and the design does not meet minimum ADA requirements.• The heating system is inadequate to heat the interior to 70

degrees 3 feet above the floor.• Half the landscape planting died within the first year and required

replacement.

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4. MEETINGS & DELEGATION



Meetings & Delegation

• MAMA Meeting Management

• Delegation

• Power and Teamwork

• Handoffs

• Accountability


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“MAMA” Meeting Management• Our business is project based and every project is unique and has a new

set of challenges for each member of the team. While a comprehensive project management system is an important tool set, getting the details right from day‐to‐day is done person‐to‐person.

• We have a meeting management method that everyone in the company is taught that helps us make meetings effective, offers a structure for delegating critical Action Steps, and has a built‐in accountability mechanism. Our meeting agendas and minutes have 4 major components: Meeting information, agenda, minutes, and action steps (acronym M.A.M.A.).

• The heart of the system is to agree on SMART (specific, measurable action oriented, realistic, and timely) Action Steps at the end of a meeting, and then paste those action steps into the agenda for the following meeting as old business to make sure that each has been completed.



Meeting Information:Who, When, Where, Roles

Agenda:Review Project Information, Project Plan Review, Old Business, Compare Performance, New Business, Brainstorming, Next Actions, Schedule next PSM

Minutes:Numbered notes on discussion and decisions

Actions:The SMARTer the better: What, who, when, where, why, how long, how much

“MAMA” Meeting Management


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Delegation



TECHNICAL AND PROJECT PROFESSIONALS

Power and Teamwork4. MEETINGS & DELEGATION

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Accountability



Executing Levels of Work

• Disciplined work focused on accomplishing milestones, creating deliverables described in the Plan.

• Presenting our work with professionalism.

• Our work is executed in various levels of depth, depending on the project and the exposure of the parties.

• We will be working toward the completion of approved milestones and actions only.

• When we realize that we need to perform analysis that is not on the plan, it’s usually time to update the plan. It takes discipline to stop work, update the plan, and get approval before moving forward.


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5. TIME & TASK MANAGEMENT5. TIME & TASK MANAGEMENT


Time & Task Management

• Franklin Covey

• Company / Project / Projects Calendar

• Individual Calendars

• Project Task Management

• Individual Task Management

5. TIME & TASK MANAGEMENT

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Franklin Covey



Projects Calendar


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Individual Calendars



EACH PROJECT WILL HAVE SPECIFIC TASKS

Project Task Management5. TIME & TASK MANAGEMENT

• Collect, organize and summarize documents

• Meet with property managers, maintenance staff, owners, etc

• Compile a list of addresses, locations, issues, elements

• Prepare for Inspection (dispatch, inspection checklist)

• Attend visual inspection

• Annotate and process inspection photos

• Analysis of issues and elements

• Estimate the order of magnitude of costs

• Publish a Project Summary Memo or report

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Individual Task Management


6. PERFORMANCE TO PLAN6. PERFORMANCE TO PLAN

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Performance to Plan

• Comparing Plan to Performance

• Plan Updates

• Updating a Project Plan

• Invoices

6. PERFORMANCE TO PLAN


Comparing Plan to Performance

• The planning process cannot be 100% predictable.

• Plans and budgets are updated when figuring out what analysis is required and requesting approval so “return on investment” (ROI) decisions can be made.

• As changes become necessary, we re‐estimate the time to completion and seek approval of the revised plan.


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Comparing Plan to Performance

Scope Budget Schedule

Item 1 $XXX Week 1

Item 2 $XXX Week 2

Item 3 $XXX Week 3

Item 4 $XXX Week 3

Item 5 $XXX Week 4

TOTAL $X, XXX


Scope Budget Actual

Item 1 $XXX $XXX

Item 2 $XXX $XXX

Item 3 $XXX $XXX

Item 4 $XXX $XXX

Item 5 $XXX $XXX

TOTAL $X, XXX $X, XXX


Plan Updates

“Change is inevitable.

Progress is optional.”

‐ Tony Robbins


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Plan Updates6. PERFORMANCE TO PLAN


Updating a Project Plan6. PERFORMANCE TO PLAN

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APPROVAL OF REVISED PLAN AND BUDGET

• Written or verbal approval by the bill payer

• Changes to plan can be requested and integrated

• Established before beginning work

• Each time the Project Plan Budget is updated/revised as the project progresses, it is forwarded to the client for discussion and approval

Updating a Project Plan



Invoices

Proposal

• Deliverable A ‐ $500

• Deliverable B ‐ $1,000

• Deliverable C ‐ $3,500

• Total $5,000

Invoice #1

• Deliverable A ‐ $500

• Deliverable B ‐ $500

• Deliverable C ‐ $0

• Total $1,000

Invoice #2

• Deliverable A ‐ DONE

• Deliverable B ‐ $500

• Deliverable C ‐ $3,500

• Total $4,000


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7. CONCLUSION7. CONCLUSION


Conclusion

• Learning Objectives

• Program Outline

• Back‐Up Materials

• Webinar Materials/CE Certificates

• Feedback

7. CONCLUSION

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Learning Objectives

• Understand the purpose, scope and benefits of project planning and management

• Outline a project planning and management system for professional services

• Execution and management of expert work and project plans

• Demonstrate how to compare a plan to actual performance

7. CONCLUSION


Program Outline

1. Introduction






7. Conclusion

7. CONCLUSION

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Back‐Up Materials

1. Managing Expert Costs

2. Case Study Documents – Plaintiff

3. Work Breakdown Structure

4. OMMA‐Goodness Project Management Framework

5. MAMA Meeting Management Agenda

6. Project Status Meeting Agenda

7. Weekly Planning Forms

8. Project Plan Budget

9. Project Status Memo

7. CONCLUSION


Webinar Materials

1. INTRODUCTION

Click on the seminar you attended

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CE CERTIFICATES WILL BE SENT OUT WITHIN 3‐5

BUSINESS DAYS

(There is no need to contact us, Certificates of Attendance are sent to all who logged in for the seminar).

7. CONCLUSION


SURVEY SAYS!

Your Feedback is Important

You will receive a survey link immediately following the webinar. We put a lot of effort into providing these programs free of charge, kindly take a few seconds to leave your feedback on today’s presentation—Thank you!

7. CONCLUSION

3/15/2017

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www.petefowler.com

Join us for our next WEBINAR:How to Contract for 7‐Figure Residential Construction &

RemodelingThursday, April 13th, 2017

Join us for our next WEBINAR:How to Contract for 7‐Figure Residential Construction &

RemodelingThursday, April 13th, 2017

End

www.petefowler.com E:[email protected] License:713760 927 Calle Negocio, Suite G, San Clemente, CA 92673 T:949.240.9971 F:949.240.9972

9320 SW Barbur Blvd., Suite 170, Portland, OR 97219 T: 503.246.3744 F: 949.240.9972

P e t e F o w l e r CONSTRUCTION S e r v i c e s , I n c .

Managing Expert Costs

Date: December 1, 2008 To: Whom It May Concern From: Pete Fowler Construction Services, Inc. Regarding: Managing Expert Costs System Note: Copyright 2008 Pete Fowler Construction Services, Inc.

Introduction PFCS has been working for years to create a system for delivering consulting services at the highest level of professionalism while controlling expenses. This document contains an overview of our system. The entire system is summarized on this single page. The additional pages are more discussion and attachments. You are welcome to distribute this document to your clients for their thoughts. Also, we would be glad to come to your office to discuss this system with your staff. PFCS is a registered CA State Bar MCLE provider and this material can be used as a training course so attorneys can receive continuing education units. System Components Summary

1. Project Information: At the beginning of a project (case) you deliver information like project name, description, name of who we will represent and scope of work, a brief “why we are here”, outline of available information, etc. PFCS will organize the information and make it available online on our Client Access system.

2. Project Planning: An internal, structured process by technical expert(s) and project managers using our (1.) 10-Step Solving Building Problems method which includes a “Menu of Deliverables”, (2.) our “Analysis Levels” document (attached) and (3.) our proprietary on-line planning and management tools.

3. Project Plan: Memo that describes the objective, milestones, deliverables, estimated time and budget for execution. Available to all decision makers on Client Access.

4. Approval for Work: Written or verbal approval of work described in Project Plan. Changes to the plan can be requested and integrated at this point.

5. Execution: Disciplined work focused on accomplishing the milestones, creating deliverables described in the Plan, and presenting our work with professionalism.

6. Project Plan Updates: Naturally, litigation can be messy. No amount of planning can make the process 100% predictable. But control can be exercised when assumptions change by updating the Plan (memo), figuring out what analysis is required, and requesting approval so “return on investment” (ROI) decisions can be made.

7. Project Status Memos (Optional): On more complex or expensive projects we can compare performance to plan on a periodic (monthly or quarterly) basis.

8. Project Close Memo (Optional): A final Project Status Memo where we compare performance to plan so learning opportunities can be gleaned.

Page 2 of 4 Managing Expert Costs 08-12-02

www.petefowler.com Telephone CA: 949.240.9971 OR: 503.246.3744

Detailed Discussion 1. Project Information

A. At the beginning of a project (case) you deliver information like project name, description, name of who we will represent and scope of work, a brief “why we are here”, outline of available information, etc. PFCS will organize the information and make it available online on our Client Access system.

B. Structured information that is available to all applicable stakeholders on PFCS Client Access system minimizes duplicative work.

C. Maintaining Client Access information allows all parties to get up-to-speed quickly. D. We often compose an “Images and Information” file with big picture information,

satellite and aerial images, exterior photographs and other internet-available data. 2. Project Planning

A. An internal, structured process by technical expert(s) and project managers using our (1.) 10-Step Solving Building Problems method which includes a “Menu of Deliverables”, (2.) our “Analysis Levels” document (attached) and (3.) our proprietary on-line planning and management tools.

B. In a Project Planning Meeting (PPM) we identify the Objective, Method, Milestones, Deliverables and Actions required to move the project from where it is to the best available alternative as quickly and inexpensively as possible.

C. PFCS has a standard Project Planning Meeting Agenda and method from our Project Management training. Copies available upon request.

D. Our planning method for litigation projects is explained in an article called Solving Building Problems (Copies available upon request) that includes a multi-level, 10-step method, which includes a “Menu of Deliverables”, for analyzing and solving problems on construction projects and buildings.

E. We plan and execute investigations at the highest level of professionalism by using our program Building Wall Inspection and Testing (Copies available upon request), which integrates the most important building industry standards for analysis of building performance.

F. We know our work requires ROI and we consider this during planning. G. We can plan various “Analysis Levels” and “Exposure Analysis” points at increasing

levels of depth and accuracy (Level 1 = Early, Level 5 = Final Analysis). Our “Analysis Levels” document (attached) describes how we work depending on the value of the project. We work with clients to make ROI decisions about the quantity and depth of information and its relative value at various times during the project.

3. Project Plan

A. Memo that describes the objective, milestones, deliverables, estimated time and budget for execution. Available to all decision makers on Client Access.

B. The Project Plan memo will be as concise as possible; usually 1-2 pages plus a budget worksheet for easy comparison of original plan, current / revised plan, and performance compared to plan.



C. For small projects the Plan will generally be organized by Project Milestones or Deliverables with approximate times for each. For example: 1. Document Index and update as necessary (1-3 Hours) 2. Issues List (includes inspection check-list and interviews) (5-8 Hours) 3. Visual Inspection and Documentation (preparation, execution and processing)

(16-18 Hours) 4. Issues List – UPDATED (4 Hours) 5. Opinion Letter with Recommendations (12-14 Hours)

D. Large Project Plans are organized in a Work Breakdown Structure, like a construction scope of work or estimate, with several main categories (Level 1) and specific deliverables listed below each category (Level 2). See attached Managing Expert Costs - Project Plan sample. 1. Level 1: Preparatory Work: (A.) Client Access information (including One Minute

Summary) (B.) Images and Information (C.) Issues / Inspection Checklist 2. Level 2: Preliminary Investigation: (A.) Document Review and Summary (B.)

Interviews with Key Players (C.) Visual Inspection (Prepare for Inspections, Execute Inspections, Process Documentation) (D.) Contract Summary

3. Level 3: Analysis: (A.) Update Issues Lists (B.) Preliminary Analysis (Issues-Discussion Matrix) (C.) Opinion Letter with Recommendations (D.) Players List

4. Level 4: Detailed Analysis: (A.) Testing Protocol (B.) Coordinate and Conduct Testing and Process Documentation (C.) Issues List Update (D.) Finalize Analysis (Issues Summary Report) (E.) Construction Cost Estimate (Level 4)

5. Level 5: Final Analysis: (A.) Presentation Outline (B.) Presentation (C.) Meetings (D.) Deposition Testimony (E.) Trial Testimony

E. Either method allows easy comparison of performance to plan. 4. Approval of Work

A. Written or verbal approval of work described in Project Plan. Changes to the plan can be requested and integrated at this point.

B. The approval mechanism should be established in writing before beginning work. C. The “approval of changes” mechanism should be established before beginning work. D. The payment process and timing should be agreed upon before beginning work.

5. Execution

A. Disciplined work focused on accomplishing the milestones, creating deliverables described in the Plan, and presenting our work with professionalism.

B. As discussed above, our work is executed in various levels of depth, depending on the project and the “exposure” of the parties.

C. We will be working toward the completion of approved milestones and actions only. 6. Project Plan Updates

A. Naturally, litigation can be a messy. No amount of planning can make the process 100% predictable. But control can be exercised when assumptions change by updating the Plan (memo), figuring out what analysis is required, and requesting approval so “return on investment” (ROI) decisions can be made.



B. As changes become necessary, like when an increase in the time required for analysis occurs due to unforeseen or new circumstances, PFCS will re-estimate the time to completion and seek approval of the revised plan at the earliest practical time.

C. If changes are requested we will update the Plan and seek approval. D. Like a kitchen remodel that includes (1.) demolition, (2.) new cabinets, (3.) paint and

(4.) flooring, consulting work can be broken down into a similar, simple “work breakdown structure” and managed. If a professional remodeling contractor believes more work is required, the additional work should be approved by the payor prior to execution whenever possible. So too with consultants. Also, Owners in construction often ask for lots of small changes without recognizing the accumulated impact, and then at the end of the project they get an unpleasant surprise. It therefore behooves the professional contractor to update the plan and have it approved. So too with consultants.

7. Project Status Memos (Optional)

A. On more complex or expensive projects we can compare performance to plan on a periodic (monthly or quarterly) basis.

B. Format similar to the Project Plan memo so that performance can be compared to plan. C. This is generally used on medium to large projects. D. The Project Status memo will sometimes be a prompt for a multi-party Project Status

Meeting. 8. Project Close Memo (Optional): Similar to the Project Status Memo. A final Project Status Memo where we compare performance to plan so learning opportunities can be gleaned. Used to compare performance to plan so learning opportunities can be discussed with the entire team. References and Standards

1. PFCS Analysis Levels – Deliverables and Durations spreadsheet (Attached) 2. PFCS Managing Expert Costs – Project Plan sample (Attached) 3. PFCS Client Access brochure (Attached) 4. PFCS OMAA-Goodness! Project Planning and Management Framework 5. PFCS Solving Building Problems 6. PFCS Building Wall Inspection and Testing 7. PFCS Building Wall Design & Construction 8. PFCS Contracting 101

www.petefowler.com PFCS Analysis LevelsDeliverables and Durations

12/1/2008

Line PFCS 10-Step Solving Building Problems Method Level 1: Preparatory Work Level 2: Preliminary

Investigation Level 3: Analysis Level 4: Detailed Analysis Level 5: Final Analysis

1 Collect, Organize & Understand Images and Info. Document Index, Project Summary memo

Document Summary Deposition Summary, Document Index UPDATE (with LOTS of documents the Index may require re-organization)

See Level 4

2 Plan 5-15 points on One Minute Summary, Project Plan memo

Project Plan Update, Project Status Memo

Project Status Memo Earned Value Analysis Earned Value Analysis

3 Scope of Work 1 sentence to 1 paragraph on One Minute Summary

Contract Summary, Players List Scope of Work Matrix (Multiple Parties), Scope Hypothesis Memo

See Level 3 See Level 3

4 Issues 5-15 points on One Minute Summary, Issues List, Plaintiff Issues List

Timeline See steps 7 and 8 See steps 7 and 8 See steps 7 and 8

5 Locations 1 sentence to 1 paragraph on One Minute Summary, Aerial Images

Locations Matrix, Inspection Summary, Site Map

Locations Matrix with additional data: Inspections, Testing, etc…, Elevation Drawings (Marked-Up), Floor Plans (Marked-Up)

Complete Quantity Take Off for L3-4 Estimate

See Level 4

6 Costs 1 sentence to 1 paragraph on One Minute Summary

Plaintiff Estimate Summary, PFCS Order of Magnitude Estimate

PFCS Level 2-3 Cost Estimate PFCS Level 4 Detailed Estimate PFCS Level 5 Bid-Level Estimate

7 Issues-Locations Analysis None Visual Inspection Documentation Issues List w- Locations, Visual Inspection Analysis

Testing, Testing Summary Matrix, Issues-Locations Matrix

See Level 4

8 Issue-By-Issue Analysis None Limited to None Issues-Discussion Matrix, Scope of Work (Repairs)

Issues Summary report, Allocation Matrix

Testimony Outline

9 Hypothesize Initial Reaction, Exposure Analysis (L1)

Opinions in Opinion Letter or verbal talking points, Exposure Analysis (L2)

Opinions in Issues-Discussion Matrix, Exposure Analysis (L3)

Exposure Analysis (L4) Exposure Analysis (L5)

10 Present Telephone Call, Proposal Opinion Letter, Investigation Recommendation

Meeting Agenda / Minutes Powerpoint Presentation, Detailed Issue Analysis, Detailed Issue Response

Deposition, Arbitration and / or Trial Testimony

11 Total Time 1-10 Hours 8-80 Hours 60-160 Hours 100-200 Hours 200 Hours +

Managing Expert Costs Analysis Levels 08-12-01 For internal use only. Page 1 of 1

www.petefowler.com Managing Expert CostsProject Plan

12/1/2008

Month 1 Month 2 Month 3 Month 4 Month 5

Hours Costs Hours Costs 1 Level 1: Preparatory Work 2 A. Client Access Information (including One Minute Summary) 2 $ 290.00 2 $ 290.00 3 B. Images and Information 1 $ 145.00 1 $ 145.00 4 C. Issues / Inspection Checklist 2 $ 290.00 4 $ 580.00 5 D. Document Index 2 $ 290.00 8 $ 1,160.00 67 Level 2: Preliminary Investigation 8 A. Document Review and Summary 4 $ 580.00 16 $ 2,320.00 9 B. Interviews with Key Players 2 $ 290.00 4 $ 580.00

10 C. Visual Inspection: Prepare, Execute, Process Documentation 16 $ 2,320.00 20 $ 2,900.00 11 D. Contract Summary 2 $ 290.00 3 $ 435.00 12 E. Meetings / Telephone Conferences 0 $ - 8 $ 1,160.00 1314 Level 3: Analysis 15 A. Update Issues Lists 4 $ 580.00 4 $ 580.00 16 B. Preliminary Analysis (Issues-Discussion Matrix) 6 $ 870.00 16 $ 2,320.00 17 C. Opinion Letter w- Recommendations 10 $ 1,450.00 24 $ 3,480.00 18 D. Players List 2 $ 290.00 4 $ 580.00 19 E. Meetings / Telephone Conferences 0 $ - 8 $ 1,160.00 2021 Level 4: Detailed Analysis 22 A. Testing Protocol 4 $ 580.00 23 B. Testing: Coordinate, Conduct and Process Documentation 32 $ 4,640.00 24 C. Issues List Update 8 $ 1,160.00 25 D. Finalize Analysis (Issues Summary Report) 24 $ 3,480.00 26 E. Construction Cost Estimate (Level 4) 24 $ 3,480.00 2728 Level 5: Final Analysis 29 A. Presentation Outline 8 $ 1,160.00 30 B. Presentation 32 $ 4,640.00 31 C. Meetings 16 $ 2,320.00 32 D. Deposition Testimony 40 $ 5,800.00 33 E. Trial Testimony 40 $ 5,800.00 343536 Total 53 $ 7,685.00 350 $ 50,750.00 - - - - -

Original Plan

Lin

e

Scope of Work / Deliverables Current Plan

Managing Expert Costs Project Plan 08-12-01For mediation purposes only.

Protected under all applicable evidence codes. Page 1 of 1

www.petefowler.com Plaintiff CaseProject Plan Budget

4/21/2011

Status

Hours Costs 1 Level 1: Preliminary Investigation2 A. Document Review and Index D 4 $ 520.00 3 B. Inspection Documentation D 8 $ 1,200.00 4 C. Preliminary Issues List IP 4 $ 680.00 5 D. Photo Analysis and Verbal Recommendations IP 2 $ 340.00 6 Subtotal Level 1 18 $ 2,740.00 7 Level 2: Analysis8 A. Research TBC 2 $ 340.00 9 B. Locations Matrix TBC 2 $ 340.00

10 C. Estimate Comparison TBC 4 $ 680.00 11 D. Meetings / Teleconferences / Correspondence TBC 2 $ 340.00 12 Subtotal Level 2 10 $ 1,700.00 1314 Levels 3 -5 - To Be Determined15 Not Included16 Total 28 $ 4,440.00 1718 Notes: 19 IP = In Process20 DONE = Deliverable Completed21 TBC = To Be Completed

# Scope of Work / Deliverables Current Plan

00-0202A Initial Project Plan Budget

For mediation purposes only. Protected under all applicable evidence codes. Page 1 of 1

www.petefowler.com 927 Calle Negocio, Suite G, San Clemente, CA 92673 T:949.240.9971 F:949.240.9972 E:[email protected] License:713760


Photographs

Plaintiff Case

Site Inspection Photographs

PF 01.001 - 01.036 November 02, 2006

Page 2 of 22

www.petefowler.com Telephone 949.240.9971

PF 01.001 PF 01- 001.jpg North Venice Boulevard; PF 01. Site: building at

corner of North Venice and Speedway.

PF 01.002 PF 01- 002.jpg Site: building at corner of North Venice and

Speedway.

Page 6 of 22


PF 01.009 PF 01- 009.jpg Right elevation: on Speedway.

PF 01.010 PF 01- 010.jpg Right elevation: on Speedway.

www.petefowler.com Plaintiff CaseProject Plan Budget - Revised

4/12/2011

Hours Costs Hours Costs 1 Level 1: Preliminary Investigation2 A. Document Review and Index 4 $ 520.00 4 $ 520.00 3 B. Inspection Documentation 8 $ 1,200.00 8 $ 1,200.00 4 C. Preliminary Issues List 4 $ 680.00 4 $ 680.00 5 D. Photo Analysis and Verbal Recommendations 2 $ 340.00 2 $ 340.00 6 Subtotal Level 1 18 $ 2,740.00 18 $ 2,740.00 7 Level 2: Analysis8 A. Research 2 $ 340.00 2 $ 340.00 9 B. Locations Matrix 2 $ 340.00 2 $ 340.00

10 C. Estimate Comparison 4 $ 680.00 4 $ 680.00 11 D. Meetings / Teleconferences / Correspondence 2 $ 340.00 2 $ 340.00 12 Subtotal Level 2 10 $ 1,700.00 10 $ 1,700.00 13 Level 3: Detailed Analysis14 A. Preliminary Scope of Repair 8 $ 1,560.00 15 B. Preliminary Cost of Repair 10 $ 1,700.00 16 C. Issues List with Responses 10 $ 1,700.00 17 D. Meetings / Teleconferences / Correspondence 2 $ 340.00 18 Subtotal Level 3 30 $ 5,300.00 19 Level 4: Final Analysis20 A. Opinion Letter 12 $ 2,040.00 21 B. Project Deposition Preparation 2 $ 260.00 22 C. Expert Deposition Preparation 8 $ 1,360.00 23 D. Meetings / Teleconferences / Correspondence 2 $ 340.00 24 24 $ 4,000.00 2526 Total 28 $ 4,440.00 82 $ 13,740.00 27

# Scope of Work / Deliverables Current Plan Original Plan

00-0202A Updated Project Plan Budget


www.petefowler.com Plaintiff CaseIssues List with Discussion

4/12/2011

# CSI Item Issue / Description Photo Reference Discussion1 01 93 Maintenance2 A ATY Question: Your opinion, based on your inspection, as to whether there are any signs of

damage due to roof leakage in any other areas of the building?Yes: Levi unit on top floor, neighboring unit on top floor, and garage at first floor.

3 B ATY Question: Your opinion as to the usual and customary frequency, if any, of common area drain clean out needed to avoid drain backup in lower level areas?

Roof maintenance should occur periodically and as problems arise. The frequency should increase as the roof gets closer to the end of it's service life.

4 C Deck Surfaces Need Maintenance PF01.041-PF01.51 Private decks require maintenance.5 D Paint Needs Maintenance PF01.040-050, Repainting of building exterior is required. 6 E Rusting Sheet Metal PF01.040-PF01.050 Repainting of building exterior is required and some sheet metal is

deteriorated to the point that replacement is required. If maintenance is not performed the rate of deterioration will increase.

7 07 25 Waterproofing - Decks (Roof-Top Decks) PF 01.127-128, 1328 A Bubbling Deck Coating PF01.135-PF01-141 Remove and replace deck coating with new, in strict conformance with

manufacturer's recommendations and in conformance with specialty design.

9 B Peeling Deck Coating PF 01.182 See 07 25 A10 C Deteriorating Deck Coating PF 01.183 See 07 25 A11 D Improper Transitions from Deck to Roof PF 01.172 See 07 25 A12 E Unworkmanlike application (coating material on building walls) PF 01.190 See 07 25 A13 F Improper transitions at doors PF 01.191 See 07 25 A14 G Deck coating not applied with regard to installation instructions. (Note: Roofer stated he did

not know what water-proofing product was used at deck areas, says he used about four coats.)See 07 25 A

15 07 30 Roofing16 A ATY Question: Did it meet the standard of care for an HOA board to delay action to replace

the roof for 4 years?Once it has been determined that the service life has been exhausted and poor performance is reasonably expected the roof on a multi owner/user building should be replaced.

17 B ATY Question: What risks are inherent in failing to promptly replace a failing flat roof? Leakage18 C ATY Question: What standard of care exists with respect to the selection of a roofing

contractor to perform a roof replacement?Contractor's licensing requires a minimum level of professionalism in contracting and this minimum threshold was not met.

19 D ATY Question: What is the importance, if any, of whether or not the contractor is licensed? Unlicensed contracting is against the law (for good reason).

20 E ATY Question: What is the importance, if any, of whether or not a permit is obtained for the work?

Municipal permits are a minimum standard for the verification of contract performance in significant construction projects.

21 F ATY Question: What is the importance, if any, of the financial wherewith all of the contractor? Guarantees from unlicensed, uninsured contractors with no assets who do bad work and/or cause damage are meaningless. If there is nothing to lose, then there is no incentive to perform to the contract / performance requirements.

22 G ATY Question: What is the standard of care regarding supervision or inspection of a contractor’s work by an HOA board?

There needs to be some mechanism for verification that the work conforms with some reasonable standard.

23 H ATY Question: What is the standard of care, if any, regarding having standby tarps available to protect residents when a roof is removed during the rainy season?

Protection of the property during re-roofing is always the responsibility of the roofer.

24 I ATY Question: Based on your inspection, was the roof installed in a manner meeting standardsin the industry?

No. The roof leaks and there are many variations from the manufacturer's instructions.

25 J ATY Question: Based on your inspection, does the roof still leak? PF01.158-PF01.163 Yes.26 K Leaks at Levi Unit - 2004-Present Remove and replace with new in strict conformance with manufacturer's

recommendations and in conformance with specialty design.

00-0205E Issues List 07-04-04 A w- Responses


www.petefowler.com Plaintiff CaseIssues List with Discussion

4/12/2011

# CSI Item Issue / Description Photo Reference Discussion27 L Leaks During and After Testing PF 01.158 Repair interior damage.28 M Leaks at Neighboring Unit PF 01.280 Repair interior damage.29 N Leaks at Elevator PF 01.299 Repair interior damage.30 O Deteriorated Sheet Metal PF 01.170, PF 01.198 See 07 30 J31 P Lack of Transition Flashing at Parapet Walls See 07 30 J32 Q Membrane: Ponding and end laps are not staggered minimum 3 feet PF 01.137 See 07 30 J33 R Inside and Outside Corners: Do not conform with manufacturer's instructions PF 01.198, PF 01.211 See 07 30 J34 S Penetrations: Do not conform with roofing manufacturer's instructions See 07 30 J35 T Edge Flashing: Does not conform with roofing manufacturer's instructions See 07 30 J36 U Counter Flashing: Deteriorated and does not conform with manufacturer's instructions See 07 30 J37 V Roof to Wall: Does not conform with manufacturer's instructions PF 01.166 See 07 30 J38 W Parapet Cap: Does not conform with industry or manufacturer's standards PF 01.154, 153, 188 See 07 30 J39 X Parapet Cap: Lack of Integration of Stucco and Siding PF 01.202, PF 01.209 See 07 30 J40 Y Deck to Roof Transition: Does not conform with manufacturer's instructions PF 01.148 See 07 30 J41 Z Water Heater Closet transitions Without Flashing PF 01.234 See 07 30 J42 08 50 Skylights PF01.222-PF01.22943 A ATY Question: Whether or not the skylights installed by Odett above his unit 4 (or D)

interfere with the development of that area for roof deck use?The skylights sit in the middle of the roof section.

44 B ATY Question: Whether or not the skylights caused to be installed by Odett are improvements that require city permit?

The skylights do require a permit.

45 C ATY Question: Whether or not engineering consultation should have occurred before the cutting through and removal of ceiling joists to accommodate the skylights?

May have; depending on the condition of the framing and the requirements of the building department.

46 D ATY Question: Whether or not it would be feasible to remove the skylights installed by Odett and repair the section of the roof through which they were cut and the estimated cost of doing so?

The skylights can be removed, framing repaired, permit procured for repairs etc.

47 E ATY Question: Whether or not the skylights installed by Odett invade the space reserved to Plaintiff in the First Amendment to the Condominium Plan for roof deck purposes?

Yes, the skylights invade the space reserved to Plaintiff for roof deck purposes.

48 09 00 Interior Finishes49 A Interior ceiling damage at Levi Unit PF01.069-71, 083-

085, 236-259Repair interior damage. See estimates by others.

50 B Cabinet damage PF01.076-PF01.087 Repair interior damage. See estimates by others51 C Unit 'D' drywall damage at ceiling, walls and windows PF01.284-PF01.289 Repair interior damage. See estimates by others52 D Water Damage at Level 1 Unit C Garage PF01.318-PF01.328 Repair interior damage. See estimates by others53 E Damaged Furniture Per Owner Repair interior damage. See estimates by others54 F Damaged Appliances Per Owner Repair interior damage. See estimates by others55 50 21 Estimating/ Budgeting56 A ATY Question: Your opinion as to the cost of repair of Plaintiff’s Unit 3 necessitated by water

damage from roof leakage?See Repair Estimate Summary document

57 99 99 Other58 A Vents removed from side wall of elevator shaft at roof level and plastered over PF 01.196 Investigate issue and repair as necessary. 59 B Electrical Problems Per Owner Included in the interior estimates60 C Deteriorating Stucco Patches at Elevator Shaft PF 01.196 See Issue 99 99 A and Stucco repair in estimate.61 D Sliding Glass Door at Front Elevations operates with difficulty PF 01-036 Included in the interior estimates62 E HVAC Closet Requires Cleaning and Service PF 01-067 Included in the interior estimates63 F Plumbing Problems at Level 1 Studio PF 01.308 Investigate issue and repair as necessary.

00-0205E Issues List 07-04-04 A w- Responses


www.petefowler.com E:[email protected] License:713760 927 Calle Negocio, Suite G, San Clemente, CA 92673 T:949.240.9971 F:949.240.9972 10505 S.W. Barbur Blvd., Suite 301, Portland, OR 97219 T: 503.246.3744 F: 949.240.9972


Opinion Letter

Date: April 4, 2007 To: Client From: Pete Fowler Construction Services, Inc. Project: Plaintiff Case Regarding: Opinion Letter Note: Confidential Attorney-Client and Attorney Work Product. Protected under all applicable evidence codes.

Dear Mr. Smith: Pete Fowler Construction Services, Inc. (PFCS) has analyzed documents and information related to roofing, waterproofing and water damage at North Venice Blvd, Venice, CA. Our findings are summarized in this preliminary report. I. Project Summary The project is a 3-level, 4-unit condominium building near the beach in Venice, CA constructed around 1988-89. The building occupies the entire lot except for minimum set-backs (5 to 10-feet) at all four elevations. Level 1 consists of individual parking garages accessed at the back elevation, storage rooms, a studio and an entry foyer to access the elevator to the second floor (Units A and B or 1 and 2) and the third floor (Units C and D or 3 and 4). The building has a low slope roof, roof-top deck areas, wood siding and stucco exterior building walls, and a slab-on-grade foundation. There are four balcony decks on front and four on the back elevations. The owner of the top right unit (Unit C or 3) purchased the building before completion and sold three of the units as condominiums. Low-slope roof replacement work and replacement of the roof-top deck areas was performed by an unlicensed roofer hired by the HOA during the winter of 2004-05. Ms. Levi reported dramatic leakage into her unit. There was additional leakage into the neighboring unit and the garage during the winter of 2005. This was due in part to the removal of the old roof and lack of protection during the rains. Although some repairs have been made the roof continues to leak into Units C and D (3 and 4). The owner is suing the HOA due to the leaks. There is interior damage and Ms. Levi has received estimates in the range of approximately $100,000 for the interior repairs.

Page 2 of 7 5C Opinion Letter 07-04-04


Observations PFCS attended a visual inspection of building on November 2, 2006. At that time PFCS observed opposing party's expert’s water testing on the roof. Our on-site investigation included visual inspection of the building exteriors and the interiors of the two top floor units. ROOF AND ROOF TOP DECK AREAS: The contractor who performed the work appears to have made no attempt to conform to industry or manufacturer’s installation standards (see PFCS Issues List for details). The roof leaked dramatically during the rainy season of 2004 during the roofing work, and continues to leak to this day, as evidenced by the defense expert’s testing in November 2006. In addition, the building is not being maintained in a way that will lead to acceptable performance going into the future. INTERIORS: We observed damage from leakage at both interior units we visited. The unit has not been repaired since the rains of 2004 and shows signs of significant water intrusion. The neighboring unit has been repaired but shows signs of continued leakage. II. Analysis Documents Reviewed 1. First Amended Complaint 2. Answer to First Amended Complaint (HOA, Espsteins, Heitz) 3. Repair estimates obtained by Plaintiff 4. First Amendment to the Condominium Plan 5. CD-Rom of roof, water leakage, skylights and air conditions photographs Issues Summary – See Issues List for more details

1. Maintenance 2. Waterproofing – Decks (Roof-Top Decks) 3. Roofing 4. Skylights 5. Interior Finishes 6. Estimating/Budgeting 7. Other

Conclusions The owner received proposals from several contractors for the interior repairs which are all approximately $100,000. In addition, we estimate the cost to replace the roofing and roof top decks to be approximately $133,000, including the design and coordination of this complicated work.

Page 3 of 7 5C Opinion Letter 07-04-04


Recommendations 1. Hire a construction manager to coordinate all of the work of the various parties (Owners,

Designer(s), Bidders, Contractor(s), Inspection, Manufacturer's Warrantee, Third Party Inspection, etc.)

2. Compose initial budgets and coordinate financing. 3. Hire an architect, roof consultant or building consultant to design the repairs. 4. Design and specify repairs. Compose a complete set of project drawings and documents. 5. Update Budget and initial (conceptual) schedule. 6. Pre-Qualify contractors for availability, interest, qualifications, references, etc. 7. Compose RFP documents and put the project out to bid 8. Contract with a single general contractor or multiple prime contractors including scope,

costs, schedule, and terms. Coordinate this work with HOA's legal counsel. 9. Procure permits with the local municipality 10. Coordinate work 11. Coordinate third party inspection service or designer to verify the work is being installed

in conformance with the design. 12. Coordinate final inspection. 13. Collect all project documentation and package for reference. 14. Compose maintenance program and coordinate.

III. PFCS Documents and Deliverables

1. OB Document Index 2. 5A Inspection Documentation 3. 5C Issues List 4. 5D PFCS Repair Estimate 5. 5E Estimate Summary

Work Breakdown Structure Wiki 08-03-23.doc Page 1 of 4

Work Breakdown Structure From Wikipedia, the free encyclopedia

A (WBS) is a fundamental project

management technique for defining and

organizing the total scope of a project, using

a hierarchical tree structure (see example

below). The first two levels of the WBS (the

root node and Level 2) define a set of

planned outcomes that collectively and

exclusively represent 100% of the project

scope. At each subsequent level, the children

of a parent node collectively and exclusively

represent 100% of the scope of their parent

node. A well-designed WBS describes

planned outcomes instead of planned

actions. Outcomes are the desired ends of

the project, and can be predicted accurately;

actions comprise the project plan and may

be difficult to predict accurately. A well-

designed WBS makes it easy to assign any

project activity to one and only one terminal

element of the WBS.

History

The concept of the WBS developed with the

Program Evaluation and Review Technique

(PERT) in the United States Department of

Defense (DoD). PERT was introduced by

the U.S. Navy in 1957 to support the

development of its Polaris missile program.

[1] While the term "work breakdown

structure" was not used, this first

implementation of PERT did organize the

tasks into product oriented categories.[1]

By June of 1962, DoD, NASA and the

aerospace industry published a guidance

document for the PERT Cost system which

included an extensive description of the

WBS approach. [2] This guide was endorsed

by the Secretary of Defense for adoption by

all services. [3]

In 1968, the DoD issued "Work Breakdown

Structures for Defense Materiel Items"

(MIL-STD-881), a military standard

mandating the use of work breakdown

structures across the DoD. [4] This standard

established top-level templates for common

defense materiel items along with associated

descriptions (WBS dictionary) for their

elements. The document has been revised

several times, most recently in 2005. The

current version of this guidance can be

found in "Work Breakdown Structures for

Defense Materiel Items" (MIL-HDBK-

881A). [5]

It includes guidance for preparing work

breakdown structures, templates for the top

three levels of typical systems (Appendices

A through H), and a set of "common

elements" that are applicable to all major

systems and subsystems (Appendix I)

Defense Materiel Item categories from MIL-

HDBK-881A:

• Aircraft Systems

• Electronic/Automated Software Systems

• Missile Systems

• Ordnance Systems

• Sea Systems

• Space Systems

• Surface Vehicle Systems

• Unmanned Air Vehicle Systems

• Common Elements

The Common Elements identified in MIL-

HDBK-881A, Appendix I are: Integration,

assembly, test, and checkout; Systems

engineering; Program management;

Training; Data; System test and evaluation;

Peculiar support equipment; Common

support equipment; Operational and site

activation; Industrial facilities; and Initial

spares and repair parts

In 1987, the Project Management Institute

(PMI) documented the expanion of these

techniques across non-defense

organizations. The Project Management


Body of Knowledge (PMBOK) Guide

provides an overview of the WBS concept,

while the "Practice Standard for Work

Breakdown Structures" is comparable to the

DoD handbook, but is intended for more

general application.[6]

WBS Design Principles

THE 100% RULE

One of the most important WBS design

principles is called the 100% Rule. The

Practice Standard for Work Breakdown

Structures (Second Edition), published by

the Project Management Institute (PMI)

defines the 100% Rule as follows:

The 100% Rule...states that the WBS

includes 100% of the work defined by the

project scope and captures all deliverables –

internal, external, interim – in terms of the

work to be completed, including project

management. The 100% rule is one of the

most important principles guiding the

development, decomposition and evaluation

of the WBS. The rule applies at all levels

within the hierarchy: the sum of the work at

the “child” level must equal 100% of the

work represented by the “parent” and the

WBS should not include any work that falls

outside the actual scope of the project, that

is, it cannot include more than 100% of the

work… It is important to remember that the

100% rule also applies to the activity level.

The work represented by the activities in

each work package must add up to 100% of

the work necessary to complete the work

package. (p. 8)

PLANNED OUTCOMES, NOT PLANNED

ACTIONS

If the WBS designer attempts to capture any

action-oriented details in the WBS, he/she

will likely include either too many actions or

too few actions. Too many actions will

exceed 100% of the parent's scope and too

few will fall short of 100% of the parent's

scope. The best way to adhere to the 100%

Rule is to define WBS elements in terms of

outcomes or results. This also ensures that

the WBS is not overly prescriptive of

methods, allowing for greater ingenuity and

creative thinking on the part of the project

participants. For new product development

projects, the most common technique to

ensure an outcome-oriented WBS is to use a

product breakdown structure. Feature-driven

software projects may use a similar

technique which is to employ a feature

breakdown structure. When a project

provides professional services, a common

technique is to capture all planned

deliverables to create a deliverable-oriented

WBS. Work breakdown structures that

subdivide work by project phases (e.g.

Preliminary Design Phase, Critical Design

Phase) must ensure that phases are clearly

separated by a deliverable also used in

defining Entry and Exit Criteria (e.g. an

approved Preliminary Design Review

document, or an approved Critical Design

Review document).

MUTUALLY EXCLUSIVE ELEMENTS

In addition to the 100% Rule, it is important

that there is no overlap in scope definition

between two elements of a WBS. This

ambiguity could result in duplicated work or

miscommunications about responsibility and

authority. Likewise, such overlap is likely to

cause confusion regarding project cost

accounting. If the WBS element names are

ambiguous, a WBS dictionary can help

clarify the distinctions between WBS

elements. The WBS Dictionary describes

components of the WBS with milestones,

deliverables, activities, scope, etc.

LEVEL OF DETAIL

A question to be answered in the design of

any WBS is when to stop dividing work into

smaller elements.


A common way of deciding the detailing

level is the time between status

reports/meetings. If the team reports bi-

weekly the largest work package should be

80 hours. Then at reporting time a package

is either not started, finished or late. This

way makes it easy catching delays.

A work package is a piece that:

• Can be realistically estimated

• Cannot be logically subdivided further

• Can be completed quickly

• Have a conclusion and deliverable

• Can be completed without interruption

(without the need for more information)

• Will be outsourced or contracted out

DECOMPOSITION CONSIDERATIONS

(BREADTH VS. DEPTH)

A WBS will tend to be most useful for

project management when its breadth and

depth are thoughtfully balanced. A common

pitfall is to inadequately group related

elements, resulting in one or more nodes of

the WBS becoming "too wide" to support

effective management. This can make it

difficult for management to find risk-

relevant roll-up points within the WBS,

requiring manual subtotaling of nodes or

eventual restructuring of the WBS in order

to make useful cost data more readily

accessible. While no concrete standard

exists for optimal depth or breadth, a

common rule-of-thumb is to avoid having

more than 7 immediate sub-elements below

any given node of the WBS. This rule-of-

thumb appears to be derived from

psychological studies indicating that an

average human brain is only capable of

processing about 7 to 9 considerations

simultaneously. The relevance of that

psychological consideration to any particular

WBS elaboration is left to the discretion of

the WBS designer. At a minimum, the

existence of more than 7 sister-nodes at any

point in the WBS should prompt the

designer to carefully consider whether those

sub-elements might not best be expressed

(and tracked) in more logical sub-groupings.

WBS CODING SCHEME

It is common for WBS elements to be

numbered sequentially to reveal the

hierarchical structure. For example 1.3.2

Rear Wheel identifies this item as a Level 3

WBS element, since there are three numbers

separated by a decimal point. A coding

scheme also helps WBS elements to be

recognized in any written context.

Common Pitfalls and

Misconceptions

A WBS is not an exhaustive list of work. It

is instead a comprehensive classification of

project scope.

A WBS is not a project plan or a project

schedule and it is not a chronological listing.

It is considered poor practice to construct a

project schedule (e.g. using project

management software) before designing a

proper WBS. This would be similar to

scheduling the activities of home

construction before completing the house

design. Without concentrating on planned

outcomes, it is difficult to follow the 100%

Rule at all levels of the WBS hierarchy.

A WBS is not an organizational hierarchy.

Some practitioners make the mistake of

creating a WBS that shadows the

organizational chart. While it is common for

responsibility to be assigned to

organizational elements, a WBS that

shadows the organizational structure is not

descriptive of the project scope and is not

outcome-oriented. See also: responsibility

assignment matrix (also called a Staffing

Matrix).

WBS updates, other than progressive

elaboration of details, require formal change

control. This is another reason why a WBS


should be outcome-oriented and not be

prescriptive of methods. Methods can, and

do, change frequently, but changes in

planned outcomes require a higher degree of

formality. If outcomes and actions are

blended, change control may be too rigid for

actions and too informal for outcomes.

See Also • List of project management topics

• Project planning

• Product breakdown structure

• Project management software

Figure 1 shows a WBS construction

technique that demonstrates the 100% Rule

quantitatively. At the beginning of the

design process, the project manager has

assigned 100 points to the total scope of this

project, which is designing and building a

custom bicycle. At WBS Level 2, the 100

total points are subdivided into seven

comprehensive elements. The number of

points allocated to each is a judgment based

on the relative effort involved; it is NOT an

estimate of duration. The three largest

elements of WBS Level 2 are further

subdivided at Level 3, and so forth. The

largest terminal elements at Level 3

represent only 17% of the total scope of

work. These larger elements may be further

subdivided using the progressive elaboration

technique described above. In this example,

the WBS coding scheme includes a trailing

"underscore" character ("_") to identify

terminal elements. This is a useful coding

scheme because planned activities (e.g.

"Install inner tube and tire") will be assigned

to terminal elements instead of parent

elements. Incidentally, this quantitiative

method is related to the Earned Value

Management technique.

It is recommended that WBS design be

initiated with software (i.e. spreadsheet) that

allows automatic rolling up of point values.

Another recommended practice is to discuss

the point estimations with project team

members. This collaborative technique

builds greater insight into scope definitions,

underlying assumptions, and consensus

regarding the level of granularity required to

manage the project.

Figure 1: WBS Construction Technique.

This exemplary WBS is from PMI's Practice

Standard for Work Breakdown Structures

(2nd Edition). This image illustrates an

objective method of employing the 100%

Rule during WBS construction.

WBS Construction Example (Figure 1)




OMMA-Goodness!™ Project Management Framework: In-Brief

Summary Successful management of projects is hard, especially with lots of parties involved and more things to do than you can keep together in your mind, or even in your day-planner. A Project Management system is the closest thing we have to a guarantee of success. The OMMA-Goodness!™ Project Management Framework is a simple process that distills the fundamentals of effectively bringing people together to accomplish a project objective. You will not only succeed in accomplishing your objective, the people you work with will say “OMMA-Goodness!™, what a great Project Manager!” “OMMA-Goodness!™” is a memory aid (mnemonic device) that stands for Objective, Method, Milestones and Actions. The OMMA-Goodness!™ Project Management Framework begins with a clearly stated Objective and a One Minute Summary, which are used to orient the team and help maintain focus. We step through a proven Method in a Project Planning Meeting to refine our Project Plan in multiple passes, keeping our critical data organized in the Milestones section, and clarifying the Scope with a Work Break-Down Structure. We then identify Actions required to complete the Milestones. From there we estimate durations and decide when and by whom Actions will be performed, which gives us Budget and Schedule data. At the end of the Project Planning Meeting we set the date and time for the first of our regular Project Status Meetings where we compare progress to plan, which creates a natural feed-back loop that leads toward success without relying solely on hope, the force genius, or on natural organizational skill. The Method naturally lends itself to building-in a quality control mechanism using Hold-Points.

Planning Steps Read straight through the steps. Return after reading the Example, referring to definitions of the Project Management Terms as you go. 1. Select a Project Manager (or Coordinator)

who will accept full responsibility for management and execution of the Plan. Print, open or draw a Project Plan form.

2. Write your Objective; then “One Minute Summary” the basic project info.

3. Select a Method or use 7-W’s: Who, What, When, Where, Why, How, and How Much.

4. Make a first-pass brainstorm of Milestones and Deliverables.

5. Quickly list Actions to complete the known Milestones; don’t linger in details yet.

6. Convene a Project Planning Meeting. Begin with the One Minute Summary. Update the Objective. Brainstorm more Milestones and Actions. Refine the Scope into a Work Break-Down Structure. Brainstorm the Schedule and Budget. Finalize Milestones, assign Actions and estimate durations. Set the Project Status Meeting date.

7. Following the planning meeting, update the Project Plan; refine the Objective, use the Method check-list to ensure the Plan is complete, update Milestones including Hold-Points, complete the list of Actions and assign “Priority, Who, When, Duration and Cost” for each.

8. Organize, lead, direct and manage execution of the Actions.

9. Compare progress to the Scope, Budget and Schedule in an Earned Value Analysis.

10. Conduct a Project Status Meeting; compare performance to plan; update the Plan.

11. Repeat steps 8-10 as necessary. The last “Project Status” is a “Project Close”.

http://en.wikipedia.org/wiki/Memory

Page 2 of 4 Project Management Parable 08-06-12 A In-Brief.doc

Example 1. Carl’s Construction is planning their next

Project, called Otto’s Outhouse, using their Project Management Framework. Pepe is a new Project Manager. To avoid the distraction of struggling with a technology-based solution, Pepe will use a new spiral notebook, which will also serve as his project diary, instead of a Project Plan form. He formatted the Plan on two opposing pages; Objective, Method and Milestones on the left, Actions on the right including columns for Description, Priority, Who, When, Duration and Cost.

2. Pepe modified the standard company Objective: “We will complete the Otto Outhouse as promised, within budget and schedule. We will earn referrals from the client and the planned profits.” (See attached Project Plan form)

3. Pepe’s used the 7-W’s Method. He summarized his project using each line in the method: (1.) Who: Owner = Otto. GC = Carl’s Construction. Roofer = Ron’s Roofing. (2.) What: New outhouse 4 feet square, 8 feet tall. (3.) When: Next Week. (4.) Where: 100 feet from existing residence. (5.) Why: Old one blew over. (6.) How: Two doors and one interior seat. Wood frame, wood siding, wood shingle sloped roof. (7.) How Much: Fixed price contract for $4,693.95.

4. Pepe’s first-pass brainstorm of Milestones and Deliverables was easy since he composed the estimate, Carl already signed the contract with the Owners, and the company always begins with a Scope, Budget and Schedule on the list. Estimate categories included: Grading & Excavation, Framing, Roofing, and Final Clean-Up so Pepe added these as Milestones. He also knew they needed to get a permit and have a final inspection.

5. Pepe listed Actions to complete the known Milestones, but didn’t linger in details yet.

6. Pepe and Carl met for a Project Planning Meeting and began with the One Minute Summary. They updated the Objective and brainstormed more Milestones and Actions, including adding the Estimate and Contract with the Owner both marked as DONE, as well as the contract with the Roofer that was not yet complete. They decided to use the list of Milestones as the Work Break-Down Structure which would serve as their Scope summary for what they agreed to in the Contract with the Owner. Pepe used the WBS as the outline for a Budget and Schedule. They set a date and time for the first Project Status Meeting which Carl insisted happen before construction started, so the meeting became a Hold-Point.

7. After the Planning Meeting, Pepe updated the Plan, refined the Objective, used the Method as a check-list to ensure the Plan was complete, updated the Milestones, and completed the list of Actions, assigning “Priority, Who, When, Duration and Cost” for each item.

8. Pepe organized and managed execution of the Actions, marking those completed as DONE.

9. Pepe completed all pre-construction activities, updated the Plan, Scope, Budget and Schedule, and prepared an Earned Value Analysis. He prepared an Agenda for his meeting with Carl.

10. As planned, Pepe met with Carl to compare his progress to plan in a Project Status Meeting. Carl was thrilled! They walked through the agenda and composed and prioritized a list of actions to move through construction, including: a Project Kick-Off Meeting, beginning and inspecting grading & excavation, beginning and inspecting framing, Project Status Meeting #2, beginning and inspecting roofing, final sign-off of the permit, final clean-up, Project Status (Close) Meeting #3 and sending all project documents to storage.




Example Project Plan Objective: “We will complete the Otto Outhouse as promised, within budget and schedule. We will earn referrals from the client and the planned profits.” Method

1. What: New outhouse 4 feet square, 8 feet tall.

2. Who: Owner = Otto. GC = Carl’s Construction. Roofer = Ron’s Roofing.

3. When: Next Week. 4. Where: 100 feet from existing

residence. 5. Why: Old one blew over. 6. How: Two doors and one interior seat.

Wood frame, wood siding, wood shingle sloped roof.

7. How Much: Fixed price contract for $4,693.95.

Milestones & Deliverables 1. PRE-CONSTRUCTION

A. Estimate (DONE) B. Contract with Owner, including the

Scope (DONE) C. Budget D. Schedule E. Permit: Get it. F. Contract with Roofer G. Agenda for Project Kick-Off Meeting H. HOLD-POINT: Project Status Meeting

#1 2. CONSTRUCTION

A. MILESTONE: Project Kick-Off Meeting B. Grading & Excavation C. Framing D. Project Status Meeting #2 E. Roofing F. Final Clean-Up

3. PROJECT CLOSE A. Permit: Final Sign-Off B. Application for Payment C. Project Status (Close) Meeting #3

Actions

# Description Priority Who When Time Budget 1 Compose Estimate DONE PP Mon 4.0 0.002 Compose and execute Contract with Owner DONE CC Tue 4.0 0.003 Project Planning: Initial DONE PP Fri 1.0 0.004 Project Planning Meeting DONE CC/PP Fri 2.0 0.005 Update Project Plan (per Project Planning Meeting) DONE PP Mon 1.0 0.006 Compose Budget DONE PP Mon 0.5 0.007 Compose Schedule DONE PP Mon 0.5 0.008 Permit: Get it. DONE CC Mon 3.0 82.619 Compose Contract with Roofer DONE CC Mon 2.0 0.00

10 Project Kick-Off Meeting Agenda DONE PP Mon 2.0 0.0011 HOLD-POINT: Project Status Meeting #1 CC/PP Mon 1.0 0.0012 Project Kick-Off Meeting ALL Tue 2.0 0.0013 Begin Grading & Excavation MM Tue 8.0 1,111.0014 Inspect completed Grading & Excavation CC Wed 2.0 0.0015 Begin Framing MM Wed 16.0 912.0016 Inspect Framing CC Thu 2.0 0.0017 Project Status Meeting #2 CC/PP Wed 1.0 0.0018 Roofing RR Thu - 445.0019 Inspect Roofing CC Thu 2.0 0.0020 Permit: Final Sign-Off MM Fri 1.0 0.0021 Final Clean-Up MM Fri 16.0 610.0022 Compose and deliver Application for Payment PP Fri 2.0 0.0023 Project Status (Close) Meeting #3 CC/PP Mon 1.0 0.0024 File all project documents in storage PP Mon 1.0 0.0025 TOTAL 75.0 3,160.61


Project Management Terms 1. Project: A temporary endeavor, that includes a

beginning and an end, to create a product or service. 2. Project Management: The discipline of organizing

and managing resources to deliver a defined outcome (Objective / Scope), within the constraints of the Budget and Schedule.

3. Project Manager (or Coordinator): A PM (or PC) is a professional responsible for planning, budgeting, scheduling and managing all project resources, including personnel, to deliver the project Objective; one who executes and follows-up on the Project Plan and reports Project Status.

4. Project Plan: A document that defines the project Objective, Method, Milestones, and Actions; contains a list of documents that define 100% of the Scope, Budget and Schedule.

5. Scope: The Scope of Work is the sum total (100%) of all a project’s products and their requirements or features, including all labor, materials and equipment required to complete it; a Scope document is the written representation (100%-summary) of the scope, often best depicted in a Work Break-Down Structure.

6. Budget: An itemized list of expected costs or available funds for a project or specified Scope, often based on the Work Break-Down Structure. A control mechanism to compare to actual expenses.

7. Schedule: A list or graphic of activities and associated dates, often based on a Work Break-Down Structure; may include who is responsible and how activities relate to each other. Common forms are the Bar (Gantt) Chart or Critical Path Method.

8. Objective: A concisely written goal of specific, measurable outcomes including a 100%-summary of the Scope, Budget and Schedule.

9. Milestone: An event that marks the completion of a Deliverable, a Hold-Point on a schedule, or a flag in the Project Plan to highlight completed work; often used to ensure project progress.

10. Deliverable: A measurable, tangible item produced during project execution. Some are external and subject to approval, but some are internal only.

11. Action: A discrete, specific, measurable task, often performed by an individual, usually between 1/10-hour and 8-hours and rarely more than 80-hours.

12. Hold-Point: Milestone or critical stage in a project for verifying conformance with plan or quality standards.

13. Problem-Solving: A learning situation involving more than one alternative from which a selection is made in order to attain a specific goal (Objective); usually to move the situation from where it is to the best available alternative. One METHOD: (1.) Define the Problem (2.) Identify Options (3.) Identify the Best Solution (4.) Plan How to Achieve the Best Solution (5.) Evaluate Results.

OMMA-Goodness!™ Components 14. One Minute Summary: An A to Z, 100%-summary

“restatement of the obvious” to describe “who, what, when, where, why, how and how much” (7-W’s), in 250 words or less to orient everyone to the big-picture before emersion into the details.

15. OMMA-Goodness!™ Project Planning Form: Planning form with sections for writing the Objective, Method, Milestones & Deliverables, and Actions for a project. For use in Project Planning, Project Planning Meetings and Project Status Meetings.

16. Method: A problem-solving framework or check-list that we apply the specific facts of our project to, as an aid in Project Planning. Some Methods have a check-list or “Menu of Deliverables”. EXAMPLES: Scientific Method, AA’s 12 Steps, Deming’s 14-Points, PMI’s 9 Categories and even the 5-W’s.

17. Menu of Deliverables (or Milestones): A list of common Deliverables (or Milestones) associated with a specific problem-solving method or project type, used as a check-list during project planning.

18. Project Planning Meeting: A meeting to perform a structured Problem-Solving session. AGENDA: 1. One Minute Summary, 2. Plan Review, 3. Review Scope, Budget & Schedule, 4. Method and Menu, 5. Brainstorming and Update Plan, 6. Update Actions, 7. Arrange Status Meeting. PM (or PC) deliver complete Project Plan following meeting.

19. Work Break-Down Structure (WBS): A project management technique for defining and organizing the total Scope using a hierarchical tree structure. The first two levels (the root node and Level 2) define a set of planned outcomes that collectively and exclusively represent a 100%-summary of the project Scope. At each subsequent level, the children of a parent node collectively and exclusively represent 100% of the scope of their parent node.

20. Earned Value Analysis (EVA): Technique for measuring progress which combines measurement of actual performance of Scope, Schedule, and Budget, organized using a Work Break-Down Structure, and compares them to plan in an integrated methodology.

21. Project Status Meeting: A meeting for a structured review of project progress compared to plan. AGENDA: 1. One Minute Summary, 2. Plan Review, 3. Review Scope, Budget & Schedule, 4. Old Business, 5. Method and Menu, 5. Performance Analysis, 6. New Business, 7. Brainstorming and Update Plan, 7. Update Actions, 8. Arrange Next Meeting. PM (or PC) deliver complete Project Plan following meeting.

22. Brainstorming: An activity used to generate many creative ideas that have no right or wrong answers and are accepted without criticism.


http://www.maxwideman.com/pmglossary/PMG_M02.htm#Measurable

http://www.maxwideman.com/pmglossary/PMG_P09.htm#Project

http://www.maxwideman.com/pmglossary/PMG_E04.htm#External

http://www.maxwideman.com/pmglossary/PMG_A04.htm#Approval

http://cancerweb.ncl.ac.uk/cgi-bin/omd?learning

http://cancerweb.ncl.ac.uk/cgi-bin/omd?situation

http://cancerweb.ncl.ac.uk/cgi-bin/omd?selection

http://cancerweb.ncl.ac.uk/cgi-bin/omd?order

http://cancerweb.ncl.ac.uk/cgi-bin/omd?attain

http://cancerweb.ncl.ac.uk/cgi-bin/omd?specific

http://cancerweb.ncl.ac.uk/cgi-bin/omd?goal

http://en.wikipedia.org/wiki/Project_management

http://en.wikipedia.org/wiki/Project_management

http://en.wikipedia.org/wiki/Scope_%28project_management%29

http://en.wikipedia.org/wiki/Tree_structure




MAMA Meeting Management

Date: September 1, 2011 Meeting Date: September 21, 2011 To: Project Team From: Project Coordinator Project: MAMA Meeting Management Regarding: Project Status Meeting Agenda Attachments: None Meeting Information

Who: PM, Expert, Project Coordinator, Technical Lead When: Date. Time. Duration is generally between 15 minutes and 4 hours. Where: In-office, via telephone conference, video conference, etc… Roles: Leader, Timekeeper, Scribe

Agenda

Old Business 1. A numbered list of all Action Steps from previous meetings 2. This is the stuff we committed to in the last meeting 3. You say: “Bob, you committed to finishing estimate, is that done and sent?” 4. This is what connects the meetings and creates accountability

New Business 5. A numbered, prioritized and organized list of all points that need to be discussed. 6. The discussion can jump from item to item and out of order. 7. Use these items as a check-list before the end of the meeting. 8. I continue from the numbering in Old Business, but the scheme doesn’t matter.

Minutes

1. A numbered list of notes of what was discussed and decided. 2. These numbers don’t necessarily need to correspond to the Agenda numbering. 3. These numbered items can be referred to in the Action Steps, for reference.

Action Steps

1. What, Who, When, Where, Why, How, How Long, How Much 2. Each Action Step should be discrete. 3. The SMARTer the better: Specific, Measurable, Action oriented, Realistic, and

Time bound. 4. These will be pasted into the next Agenda as Old Business to ensure completion. 5. Next Meeting: Make sure you plan the next meeting to follow-up on commitments.

www.petefowler.com E: [email protected] License:713760

927 Calle Negocio, Suite G, San Clemente, CA 92673 T:949.240.9971 F:949.240.9972 9320 SW Barbur Blvd., Suite 170, Portland, OR 97219 T: 503.246.3744 F: 949.240.9972


Project Status Meeting

Date: September 1, 2006

Meeting Date: September 21, 2006

To: Project Team

From: Project Coordinator

Project: OMMA-Goodness! Project Management Training

PFCS Project 07-123

Regarding: Project Status Meeting Agenda

Attachments: None

Note: Confidential Attorney-Client and Attorney Work Product. Protected under all applicable evidence codes.

Meeting Information 1. Who: PM, Expert, Project Coordinator, Technical Lead

2. When: Date. Time. Duration is generally between 7 minutes and 4 hours.

3. Where: In-office, via telephone conference, video conference, etc…

4. Roles: Leader, Timekeeper, Scribe

Agenda 1. One Minute Summary and Project Information Review (1-3 minutes)

2. Project Plan Review: Objective, Method, key Milestones & Deliverables, and key

Actions to date (1-5 minutes)

3. Old Business: Actions from previous meeting (0 minutes to 3 hours)

4. Review Scope, Budget & Schedule compared to performance (2 minutes to 3 hours)

5. New Business (0 minutes to 3 hours)

6. Brainstorming/Problem Solving/Team Consulting: Update Project Plan (2-60 minutes)

7. Update Actions (what, who, when, where, how, how much and how long for each)

during or immediately following meeting (3-60 minutes)

8. Arrange next Project Status Meeting (1-3 minutes)

Minutes 1. Notes re: discussion and decisions.

2.

3.

4.

Actions 1. What, Who, When, Where, Why, How, How Long, How Much

2. Next Project Status Meeting

3.

www.petefowler.com Weekly Plan Date__________

# Done ABC Milestones / Deliverables / Big Rocks Time Project Notes

1

2

3

4

5

6

7

8

9

10

Total Time

Discretionary Time (from your calendar)

Process

1 Values

2 Mission

3 Goals

4 Plans

5 Master Task List (MTL)

6 Hard Calendar

7 Discretionary Time

8 Milestones

9 Soft Calendar

10 Action

Copyright 2006 Pete Fowler Construction Services, Inc.

www.petefowler.com Weekly Calendar Date__________

Time

8:00

9:00

10:00

11:00

12:00

1:00

2:00

3:00

4:00

5:00

6:00

Discretionary: Discretionary: Discretionary:

Daily TasksDaily TasksDaily TasksDaily Tasks

Monday Tuesday Wednesday

Discretionary: Discretionary: Discretionary:

Daily TasksDaily Tasks

Thursday Friday Saturday

Sunday

Copyright 2006 Pete Fowler Construction Services, Inc.

www.petefowler.com Sharma v XYZ HoldingsProject Plan Budget

8/30/2010

Line Scope of Work / Deliverables Status Total Billed to Date Cost to CompleteHours Costs Hours Costs

1 Level 1: Preparatory Work2 A. Images & Information Memo D 1 $130.00 1 $130.00 $85.00 $45.00 3 B. Preliminary Document Review and Analysis D 20 $2,600.00 20 $2,600.00 $2,080.00 $520.00 4 C. Document Index D 8 $1,040.00 8 $1,040.00 $1,040.00 $0.00 5 D. Preliminary Issues List D 8 $1,360.00 8 $1,360.00 $680.00 $680.00 6 E. Players List D 4 $680.00 4 $680.00 $340.00 $340.00 7 F. Visual Inspection & Documentation D 32 $5,440.00 32 $5,440.00 $2,720.00 $2,720.00 8 G. Meeting Agenda/Minutes IP 4 $680.00 12 $2,040.00 $680.00 $1,360.00 9 Level 1 Subtotal 77 $11,930.00 85 $13,290.00 $7,625.00 $5,665.00

10 Level 2: Preliminary Analysis11 A. Continue Document Review and Analysis IP 10 $1,300.00 12 $1,560.00 $1,040.00 $520.00 12 B. Timeline Document/Event Summary IP 32 $4,160.00 32 $4,160.00 $2,080.00 $2,080.00 13 C. Contract Summary IP 16 $2,080.00 16 $2,080.00 $1,040.00 $1,040.00 14 D. Issues-Discussion Matrix IP 16 $2,720.00 16 $2,720.00 $1,360.00 $1,360.00 15 E. Project Summary Memo IP 12 $1,560.00 12 $1,560.00 $520.00 $1,040.00 16 Level 2 Subtotal 86 $11,820.00 88 $12,080.00 $6,040.00 $6,040.00 17 Level 3: Analysis18 A. Deposition Summary TBC 24 $3,120.00 24 $3,120.00 $0.00 $3,120.00 19 B. Detailed Issue Analysis TBC 16 $2,080.00 20 $2,600.00 $0.00 $2,600.00 19 C. Preliminary Cost of Repair Estimate TBC 24 $4,080.00 24 $4,080.00 $0.00 $4,080.00 20 D. Opinion Letter with Recommendations TBC 16 $2,080.00 16 $2,080.00 $0.00 $2,080.00 21 E. Mediation Attendance TBC 12 $2,040.00 12 $2,040.00 $0.00 $2,040.00 22 Level 3 Subtotal 92 $13,400.00 96 $13,920.00 $0.00 $13,920.00 2323 Levels 4 & 5: Detailed and Final Analysis24 Future work, including expert deposition and trial preparation TBD2627 Total 255 $37,150.00 269 $39,290.00 $13,665.00 $25,625.00 28 D = Deliverable Completed28 IP = In Progress28 TBC = To Be Completed30 TBD = To Be Determined

Original Plan Current Plan

09-1121C Project Plan Budget.xls





Project Status

Date: November 14, 2008 To: Client From: Pete Fowler Construction Services, Inc. Project: Construction Management Project Regarding: Project Status Memorandum #3 cc: All Parties Involved Note: Confidential Attorney-Client and Attorney Work Product. Protected under all applicable evidence codes.

Dear Mr. Smith: The repair plan has been approved by the City of Los Angeles and a building permit has been obtained for the exterior stair repairs. We have scheduled a pre-construction meeting with the contractor and the property manager and hope to identify a start date very soon. We are looking forward to the commencement of the repair work. This letter will serve as our third project status memo intended to keep all involved parties informed of the current status of this project. We will continue to provide periodic project status memos as the project progress. Completed Actions

1. ABC Construction has submitted repair plans and successfully obtained building permits for the stair repair work. A copy of the building permit is attached for your records.

2. PFCS has scheduled a pre-construction meeting on-site with the contractor and the property manager to review and coordinated the work in regard to the tenant access during repairs. The meeting is scheduled for Monday, November 17th at 10:00am.

3. ABC Construction has provided a written description of the areas of deck coating to be affected along with the manufacturer’s specification and installation details.

4. PFCS has prepared the second application for payment, submitted to the owner for payment to ABC Construction for work completed to date. This application includes reimbursement for the plan check and permit fees paid by ABC Construction on the owners behalf.

5. PFCS has obtained additional insured endorsements for Owner as Trustee of the Owner and for Pete Fowler Construction Services, Inc., with copies attached for the owners review and acceptance. We expect to be receiving the additional insured endorsement for the Owner Trust in a few days and will forward to Owner upon receipt.

Page 2 of 2 5C Project Status Memo #3 08-11-14 C


Next Actions 1. PFCS will review this information in comparison to the as built conditions to determine

if any deviations are warranted. Any deviations that are required will be documented and presented to the owner for review.

2. Upon completion of the pre-construction meeting ABC will provide a written construction schedule for the repair work.

3. The owner shall review the attached additionally insured endorsement. No on-site work may commence prior to owners acceptance.

4. PFCS will work with ABC Construction and the property manager to coordinate a start date that is convenient for all parties.

Please feel free to contact us should you have any further questions regarding the status of this project.

Sincerely, PETE FOWLER CONSTRUCTION SERVICES, INC.

John Callanan Attachments:

1. Building Permit 2. Plan Check and Building Permit Receipts 3. Additional Insured Endorsements